Chinese Route Of Happy Bird Brand

How to establish

Shanghai's busiest Huaihailu Road commercial street is undergoing an unprecedented renovation of its stores.

Led by LV and Ermenegildo-Zegna

How long can a wedding bird last?

"In the next 10 years, the competition between Chinese clothing and international brands will be comprehensive and adequate, and the process will be very tragic."

Wu Zhize, chairman of the wedding bird, did not want to hide the plight of Chinese clothing enterprises. He tried to find a way out for the wedding birds.

Like Wu Zhize's problems,

Wu Zhize believes that the current Chinese men's clothing enterprises are facing "

154 strategy

The predecessor of the wedding bird is the Zhejiang family's Clothing Co., Ltd., founded in 1984 by the Wu Zhize family.

In 1996, Wu Zhize abandoned his family mode and went to the joint operation. He merged with the newspaper bird bird Clothing Co., Ltd. and the Ostre Garments Co., Ltd. to form a newspaper bird group. Wu Zhize accounted for 37.3% of the shares and was the controlling shareholder.

In 2007, the news bird group went public.

The node of the high-speed bird development is in 2007.

The listing not only greatly enhanced the brand awareness of the company, but also greatly increased the sales revenue and net profit of the company.

Following the stock raising fund of 300 million, in 2009, refinancing birds refinancing 800 million yuan, which greatly enhanced the competitiveness of enterprises and improved their ability to resist risks.

Nevertheless, like many excellent entrepreneurs in China, Wu Zhize's sense of crisis has never been lowered.

This is the reality of local men's wear.

How to build up its brand value is a difficult problem Wu Zhize has always wanted to solve. Wu Zhize tried to make two changes from strategy, channel and culture.

Strategically, Wu Zhize put forward two ideas:

First, multi brand strategy;

The two is to reorganize the business concept.

In terms of multi brand management, the idea of a good bird is to take both mergers and acquisitions.

After listing, there were 5 major mergers and acquisitions, including the acquisition of Shanghai Bao bird, the 15 million 300 thousand increase of Shanghai's road, the 15 million 300 thousand of the Shanghai fashion, the 1 million 360 thousand participation in Shanghai, the intervention of the "FRANISTION" brand, and so on.

In addition, the news birds also bought 65% of Shanghai Euro King's stake in the agency of "MAURIZIO BALDASSARI" brand.

All these actions occurred in Shanghai. Wu Zhize's intention is very clear. He carries many brands and foreign brands to fight in Shanghai, China's fashion capital.

Combing the management concept involves the pformation of the internal mechanism of the enterprise.

Wu Zhize put forward the concept of "154 strategies", that is, the so-called "one insistence, five changes and four strategies".

That is to say, we must adhere to the business philosophy of "market oriented and customer centered", and realize the five pformations of "pformation from management to service", "pformation from centralized management to decentralization management", "pformation from extensive management to fine management", "shift from planned distribution to market terminal ordering", "pformation from administrative management to performance management", and implementation of the following two major pformations: "first class market image, two tier market performance", "first tier market direct operation, two tier market agent", "first class market opening more, two or three level market opening big shop" and "big shop strong and small shop specialized". Wu Zhize explains to manager.

The "154 strategy" involves reconstruction of management value chain such as organization form, channel pattern, marketing strategy, brand management and so on.

Wu Zhize is determined to fight a war of pformation first.

In order to let the group win the battle, Wu Zhize encouraged his staff to read the wolf totem.

The goal of the "154 strategy" is to achieve the group's two business goals, and the target partners include franchisees.

Wu Zhize wants to move the strategy forward to the terminal.

Two hematopoiesis for channels

Bundling the franchisee to "the two venture", Wu Zhizezhi made two hematopoiesis on the channel.

Many local clothes are now complaining most about brand aging, but Wu Zhize does not agree with him. He thinks the crux of the problem is the aging of channels.

"The fiercer and cruelty of the competition in China's clothing market, the less advanced, and some of the franchisees lost their enthusiasm and fighting spirit as they grew older and increased in wealth."

He said to all the franchisees who joined the wedding bird business: "we first accumulated some strength from scratch, and solved the problem of survival.

However, without change, there will be no development and no development.

In Wu Zhize's view, bundling franchisees to "the two venture" is not only a new round of wealth creation but also a pformation of franchisees.

Wu Zhize has increased support for franchisees, including capital investment in advertising and VIP activities. Through a number of preferential policies, the franchisee has helped franchisees expand their business areas, enrich product categories, and help the franchisees build excellent teams through strong human resources.

The announcement of May 28th announced that it would invest 120 million yuan a year to subsidized franchisees to buy business shops.

The condition is that the franchisee who has been subsidized must operate the brand of the wedding bird in 15 years.

The 120 million yuan channel funds, which have been smashed by the birds, have been valued by many securities companies. GF believes that the "154 strategy" will increase the growth rate of the "good news birds" from "gross profit margin" to "two wheel drive of scale and gross profit margin".

By the end of 2010, the news bird had already had 856 stores, and according to the company's public information, 180 new bird shop and 100 St. Romen store (its brand) will be added this year.

Reshape brand value

Even without the invasion of foreign brands, Chinese clothing brands still have to face the pain of brand reengineering.

The news birds and their counterparts in Zhejiang clothing industry, such as Metersbonwe, Shanshan, YOUNGOR and so on, adopted the same strategy to enter Shanghai and live in Shanghai brand identity. But this is just the superficial work. The real decision of brand value is their inner culture.

News birds are entering a new stage of brand reengineering.

"Reshaping the national brand" is a way out by Wu Zhize. This view is not new, but how to rebuild the national brand?

Marriage with art is the first step of Wu Zhize's action.

"Many foreign top brands are well versed in artistic elements and cultural heritage, and have an invaluable effect on their brand promotion."

Familiar with Chanel, Dior, Armani, Zegna and other big names of the way of operation Wu Zhize to manager, said: "foreign brands enter the Chinese market, have hosted many influential large-scale art activities, but so far no local brand really committed to the promotion and popularization of Chinese art."

Wu Zhize decided to learn from the top international brand sponsorship practices.

To this end, in 2009 and 2010, two consecutive "good bird New Artist Awards" were awarded to all the cutting-edge figures in various fields of art.

However, this behavior has also been questioned by public opinion, and it is considered that the art of supporting the art of commercial birds has commercial purposes.

"It is undeniable that we really hope to promote the brand through large-scale art activities, inject new connotation into the brand, and raise popularity and reputation.

In 2012, we will also introduce the products of the "new series". We will integrate the classic works of the award-winning artists and sculptors into our products. At the same time, we will set up a "new culture exhibition area" in our shop display.

In Wu Zhize's view, joining hands with art is a win-win thing. There is no difference between right and wrong.

"Why can international brands sponsor Chinese art and our local brands can't do that?"

In any case, sticking to the main business is Wu Zhize's firm line.

Whether or not a good bird can become a century old brand, it insists on its essential line, which is worth getting into trouble at present.